1(c) What is your determination regarding reducing the taxable amount of income for both (a) and (b) above? To lessen the amount of tax on the income, John Smith could make report as an S Corporation and pay wages to the shareholders if it would be less than the $300,000. Mr. Smith could provide several retirement plans. The plans could be IRAs, profit sharing plans, or benefit plans, which need to be started before the end of year. He could also pay as many expenses as possible which can be written off during the year that the $300,000 is reported as income. Another thing you could do is produce a taxable loss with certain types of investments.…
AC505 Part B Capital Budgeting problem Clark Paints Cost of new equipment $200,000 Expected life of equipment in years 5 Disposal value in 5 years $40,000 Life production - number of cans 5,500,000 Annual production or purchase needs 1,100,000 Initial training costs Number of workers needed 3 Annual hours to be worked per employee 2,000 Earnings per hour for employees $12 Annual health benefits per employee $7,500 Other annual benefits per employee-% of wages 18% Cost of raw materials per can $0.25 Other variable production costs per can $0.05 Costs to purchase cans - per can $0.45 Required rate of return 12% Tax rate 35% Make Purchase Annual cost of direct material: Need of 1,100,000 cans per year $275,000 0 Annual cost of direct labor for new employees: Wages 72,000 0 Health benefits 7,500 0 Other benefits 12,960 0 Total wages and benefits 92,460 Other variable production costs 55,000 Total annual production costs $422,460 0 Annual cost to purchase cans 495,000 Before Tax After Tax Item Amount Amount Annual cash savings $72,540 $0 Tax savings due to depreciation 32,000 $0 Total annual cash flow $58,351 0 1 2 3 4 5 200,000 141,649 83,298 24,947 0.43 58,351 3.43 years Accounting income as result of decreased costs Annual cash savings $72,540 Less Depreciation -32,000 Before tax income 40,540 Tax at 35% rate 14,189 After tax income $26,351 Before Tax After tax 12% PV Present Item Year Amount Tax % Amount Factor Value Cost of machine 0 $200,000 Cost of training 0 92,460…
Technically, the new contract reduces profit of the company by $3,980. By itself, this one-year contract appears not to be worth the effort of hiring and training new, part-time consultants.…
* Assume that normal practice was to sell entire season’s pack before next canning season, thus keeping inventory low…
The Desired Area of Impact: First and foremost, our interest is in helping Husky Air in their Operational flow. Improvement of operations describes maintaining a system that will create a lowered cost and overall improvement in task completion. Since Husky Air's current system has proven to be less-than useful for the changing demands of today's electronic-focused world, our new system will focus on improving their operations. Our next concern is the improvement of the Strategic element of their business. To expand and grow, a company should move forward technologically regularly. Companies that don't use computerization in their business plan are prone to being market-starved against companies that will. Tying into…
ACCT505 Part B Capital Budgeting problem Clark Paints Data: Cost of new equipment $200,000 Expected life of equipment in years 5 Disposal value in 5 years $40,000 Life production - number of cans 5,500,000 Annual production or purchase needs 1,100,000 Initial training costs 0 Number of workers needed 3 Annual hours to be worked per employee 2,000 Earnings per hour for employees $12 Annual health benefits per employee $2,500 Other annual benefits per employee-% of wages 18% Cost of raw materials per can $0.25 Other variable production costs per can $0.05 Costs to purchase cans - per can $0.45 Required rate of return 12% Tax rate 35% Make Purchase Cost to produce Annual cost of direct material: Need of 1,100,000 cans per year $330,000 Annual cost of direct labor for new employees: Wages 72,000 Health benefits 7,500 Other benefits 12,960 Total wages and benefits 92,460 Other variable production costs Total annual production costs $422,460 Annual cost to purchase cans $495,000 Part 1 Cash flows over the life of the project Before Tax After Tax Item Amount Amount Annual cash savings $72,540 0.65 $47,151 Tax savings due to depreciation 32,000 0.35 $11,200 Total annual cash flow $58,351 Part 2 Payback Period 200,000/58,351 3.4 Years…
After one year of the CSU football program, all hiring and firings will be the sole discretion of Coach, subject to a simple majority…
Define the Issues Chef’s Toolkit has exhausted all of their financial resources trying to develop their product. The owner, Peter Jeffery, is seeking external investment to fund the launch of his product, and the potential investor, Dale Reid, has asked for projected financial statements for the company’s pessimistic, expected, and optimistic projected sales for the first year of operation ending July 30, 1995. Analyzing the Case Data Fragmented information was given in the case, along with a balance sheet and a production schedule for the expected sales of 10,000 units. There was no statement of cash flows, income statement or any information about their cash account or their accounts payable account. Generating Alternatives Dale Reid could choose to either invest $85,000 for 50% of the company, choose to invest more or less for a negotiated percentage of the company, or not invest in Chef’s Toolkit. The pessimistic projected sales is 5,000 units per month, totaling 60,000 units in the year. The expected amount of sales is 10,000 units, summing to 120,000 units per year. The optimistic projected sales is 30,000 units per month resulting in a total of 360,000 units sold in the year. In the optimistic option, a double mold is needed since the total required production exceeds the maximum amount for the single mold. Selecting Decision Criteria • Low additional investment • High revenues with low expenses • Return on Investment • Break Even Analysis Analyzing and evaluating alternatives Break Even…
Opportunities: company needs to see consumers have different needs and wants; they need to satisfy them.…
2) BB currently uses 3,000 ingots of aluminum each year to manufacure bracelet blanks. The order cost (including shipping) is $5,000 per order, and carrying costs are $75 per unit per year. Determine the economic order quantity, the amount of safety stock, and the reorder point for aluminum ingots assuming there is a 1-week lead time and the firm would like a safety stock of 3%.…
Issuing debt in New Zealand is not necessary a nonstarter. Although it has a required coupon rate as high as 18.55%, the inflation rate has been floating freely and thus causing the CPI surprisingly high. Therefore, the purchasing power parity is proportional compare to the one in the United States or in Swiss. When paying out coupon, the high inflation rate has offset the high coupon rate.…
The case provides students with an understanding of the criteria for revenue recognition and the role of accrual accounting in reflecting timing differences between cash receipts and product/service delivery, especially in situations where there are multiple deliverables.…
End of Book Case Studies 16/7/03 3:17 PM Page 674 674 Q End-of-book: Case studies products as being Australian made—multinational ownership notwithstanding. Dick Smith marketed his own Dick Smith-branded food products as not just Australian made but also made by Australian owned companies, thereby keeping employment and profits in Australia—threatening the brand image of rival multinational brands. We are starting to see the impact of the ‘buy Australian’ theme on the marketing plans of multinational companies. End-of-book: Case studies Q 675 There is no doubt that the launch of Dick Smith Foods is another successful adventure for Dick Smith and it has created some disturbance for the multinational giants.…
Are the DFDs in PE Figures 6-1 and 6-2 balanced? Show that they are, or are not. If they are not balanced, how can they be fixed? (Hoffer 187)…
IT department employers have lack of knowledge what is going on in business section of the company. Cheryl O’Shea, VP of retail marketing, said that IT staff always talks in a way that is not understandable to her, mostly in technical words. She assumes that they do not know what to do with Savvy Store program. She needs IT’s help to improve the customer experience. However, IT workers continue talking about the technology staff and issues which are not related to business.…